Académique Documents
Professionnel Documents
Culture Documents
SCIENTIFIC MANAGEMENT
1. Replace each rule of thumb method with a scientific method 2. Managers should scientifically select, train, teach and develop workers 3. Managers should cooperate with workers to ensure work has been done according to the scientific method developed 4. Almost equal work distribution between manager and workers
FAYOLISM 5 FUNCTIONS
PLANNING Defining goals, establish strategies, develop plans and coordinate activities ORGANISING Arranging and structuring work COMMANDING Implementing plans to personnel
DESICIONAL
INFORMATIONAL
INTERPERSONAL
Internal search
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Derecruitment Sources Voluntary termination of employment Involuntary termination of employment Dismissal due to a unneeded role, not the fault of the employee Transfer of an employee, maybe downward Temporary involuntary termination
After recruitment is a process that involves predicting and choosing from a pool of candidates who will be most suitable. Rejecting a suitable candidate (reject error) or accepting a candidate who does not perform (accept error) Provides both positive and negative information about the job and company Selection Devices Can predict job performance Can be subject to bias Good at predicting supervisory positions Simulates jobs, good for evaluating managerial potential
Selection Errors
PERFORMANCE MANAGEMENT
Performance management system Performance appraisal Performance feedback establishing performance standards and appraisal techniques obtaining information on employee performance the presentation of feedback
Performance Appraisal Methods Written Essay is a written description of employees strengths and weaknesses Critical Incident focuses on critical behaviour Graphic Rating Scale employee rated based on different performance factors Behaviourally Anchored Rating Scale employee rated based on actual behaviours demonstrated Multi-person Comparison ratings based on comparisons with other employees Management by Objectives rated based on goals achieved 360-Degree Appraisal uses feedback from supervisors and employees co-workers
UTILITARIANISM
Make crap up.
PERSONALITY THEORIES
Big 5 Model EXTROVERSION Sociable Gregarious Assertive Talkative Expressive ADJUSTMENT Emotionally stable Non-depressed Secure Content AGREEABLENESS Courteous Trusting Good-natured Tolerant Cooperative Forgiving INQUISITIVENESS Curious Imaginative Artistically sensitive Broad-minded Playful
Myer-Briggs Type Indicator SOCIAL INTERACTION Extrovert Introvert GATHERING DATA Sensing Intuitive DECISION MAKING Feeling Thinking STYLE OF DECISION MAKING Perceptive Judgemental
ORGANISATIONAL CULTURE
Make more crap up.
POWER
Power is the capacity of A to influence B, and for B to act in accordance to As wishes Largely based on Bs dependency on A
LEADERSHIP
FIEDLER MODEL OF LEADERSHIP
LEADER-MEMBER RELATIONS Degree of confidence TASK STRUCTURE Formalisation of tasks given to subordinates POSITION POWER Degree of influence over power-based activites
PATH-GOAL THEORY
DIRECTIVE LEADER Sets expectations of subordinates, specific guidance SUPPORTIVE LEADER Friendly, shows concern for followers PARTICIPATIVE LEADER Consults group before making a team suggestion ACHEIVEMENTORIENTED LEADER Expects highest performance from followers, sets challenging goals
TRANSACTIONAL-TRANSFORMATIONAL LEADERS
Transactional leaders: Transformational leaders: guide and motivate through social exchanges to work towards goals stimulate and inspire followers to view old problems in new ways
STRATEGY
THREE TYPES OF ORGANISATIONAL CHANGE
1. Changing Structure 2. Changing Technology 3. Changing People